From in-house lawyer to corporate strategist
Pablo García Montañés, president of ASES and general secretary at Grupo Andbank, explains why the role of the board secretary is increasingly pivotal to corporate success
by ilaria iaquinta
An increasing number of lawyers are leaving courtrooms and major law firms to embed themselves within corporations—not as external advisors, but as integral parts of the corporate machinery. They occupy central roles in governance, often behind the scenes, taking on the seemingly technical position of board secretary. But what does it truly mean to be the “guardian of the rules of the game”? Is it merely a notarial function, or a strategic position in disguise? In a context where regulatory compliance becomes as critical as profitability, the role of the board secretary gains new significance. We discuss this and more with Pablo García Montañés, in-house lawyer and General Secretary of the Board at Grupo Andbank, Chairman of the private equity management firm Actyus Private Equity, SGIIC, and of Andbank Luxembourg, who was appointed president of the Spanish Association of General Secretaries and Board Secretaries (ASES) in March, in a conversation that invites us to rethink the silent power of those who, without voting rights, ensure that everything operates smoothly—or not.
In March, you were appointed president of ASES. What does taking on this new challenge mean to you, and what are your main objectives at the helm of the Association?
It is an honour and a responsibility that my colleagues have considered me for this position. The entire Board of Directors approaches this mandate with great enthusiasm, aiming to consolidate the Association as a meeting point and forum for reflection on matters of good corporate governance in Spain.
What role does ASES play in the corporate governance ecosystem in Spain, and how do you plan to strengthen it during your presidency?
The Association aspires to be one of the reference forums on corporate governance issues in Spain, as we believe the role of the Secretary—whether General or of the Board—is key in governance. We are working on various fronts. On one hand, we believe it is necessary to enhance the visibility of the Secretary’s role. In this vein, we have launched a monthly video podcast where we converse with prominent professionals from the legal world. We are also promoting specific training initiatives about our function and its impact on corporate governance. We are reaching collaboration agreements with entities such as ASCLA (Association of Corporate Secretaries of Latin America) and Deusto Business School.
From your perspective, how has the role of the board secretary evolved in terms of responsibility, independence, and strategic weight within the board?
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